The Danger of Over-Abstraction for Managers

When I visit a new place, I often run a few miles around the neighborhood. I find driving itself does not connect me enough with a place. A car is an abstraction, inside the car all I see are just streets and houses. I have to physically touch the ground, to know the place.

As managers navigate the labyrinthine landscapes of modern enterprises, we rely on abstraction to survive. By distilling complex processes into simpler, more digestible elements, abstraction enables us to understand the essence of situations without getting entangled in a web of specifics. This high-level view helps managers define what needs to be done, why it's necessary, when it should be done, and who should do it. However, like most powerful tools, abstraction is a double-edged sword. At the right level, it provides clarity and perspective, allowing managers to navigate through an ocean of data and processes to identify critical points of action. An over-reliance on abstraction can lead to a detachment from the ground realities that often determine the success or failure of organizations. Much like a king who becomes so far removed from the lives of his subjects that he loses the ability to perform basic tasks like washing his own face, a manager overly invested in abstraction might become disconnected from the nitty-gritty of day-to-day operations. This distance can lead to decision-making that is out of sync with the actual needs and capabilities of the team. Over-abstraction can foster an illusion of control while simultaneously fueling a fear of hands-on experience. Managers may feel that they understand the whole picture when, in fact, they're only seeing a simplified version. Managers may start to shy away from getting their hands dirty and understanding the actual work, then they overcompensate by micromanaging, where they give commands based on theory than practical reality.

Another fallout of over-abstraction is the potential loss of non-linear reasoning and intuition. These are critical skills developed through real-world experience and exposure to ground realities, often leading to breakthrough ideas and innovative problem-solving strategies. When managers operate solely at the abstract level, they lack the depth and intuition to appreciate innovations that come from direct, hands-on experience.

As George Orwell wisely observed, "To see what is in front of one's nose needs a constant struggle." This holds particularly true for managers who risk getting lost in the realm of over-abstraction. To keep in touch with reality, managers need to constantly strive to see beyond generalized views and connect with the specifics of situations. After all, the best managers are those who can navigate the interplay between the forest and the trees.

So if you are in a new place, try to get out of your car, run (or walk) a few miles: to feel the ground, to breath the air, to be in the reality.